1

Thurs, 24th Nov 2016, 12-1 PM, Sydney

Ways to participate:

• Q&A Box - comment, whinge & opinions

• Twitter Backchannel - @capabilitycafe #capability

Knowledge

Sharing

Better

Practices

Experienced

Panel

Capability Frameworks – Too Slow for a Fast

Moving World?

Introductions Advisian Pty Ltd

AIM

AMP

ANZ

ANZIIF

APT Group

Bank Australia

BNZ

BP

Brisbane City Council

Bupa

Calvary Community Care

Canon Australia

Cbus Super Fund

Coca Cola Amatil

Commonwealth Bank

DBL

DeakinPrime

Dimension Data

Elders Insurance

QBE

Fairfax Media

GWF/DON

John Swire & Sons Pty Ltd

Learning Tack

Lennox

Macquarie Bank

Maxxam

Aspire Leadership Development

Enable Performance Consulting

MCI

Ministry for the Environment

NAB

NATA

Optus

Profiling Online

Prudential

Rio Tinto

RMIT University

Shine Lawyers

Skillsoft

sms m&t

Sprout Labs

Suncorp

SW TAFE

Sydney Water

Talent Specialists Consulting

TCSA

Tennis Australia

The George Institute

Transport Accident Commission

UnitingCare Queensland

University of Melbourne Library

University of Queensland

UTS Insearch

Westpac Group

Willis Towers Watson

Registrations90+ 60+ Organisations

Miles Williams

GM Capability & Transformation

Bupa Aus & NZ

Harry Ewing

Strategic Client Adviser

DDI Asia/Pacific International Ltd.

Jeevan Joshi

Producer & Founder

CapabilityCafé & LearningCafe

Andrea Hannah

Principal Advisor

Queensland Public Service Commission

Thought

Leadership

Webinar Discussions

UnConference

Blog

Magazine

Coffee Catch Ups

Capability Building

Workshops Community of

Professionalswith a focus on

implementing ideas

Building

Capability

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Sydney UnConference 2017

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Limited to 130 seats only. Early Bird @ 440 + GSTRegister: http://www.learningcafe.com.au/events

Peter Hall

QBE - APAC

Nicole Thompson

Fairfax Media

Vanessa Blewitt

Nestlé

Pierre De Villiers

Marsh &

McLennan

+ Other L&D Thought Leaders

Darin Fox

Sydney Water

Rob Wilkins

DOE NSW

Discussion Sessions

Learning Labs

Immersion Labs

Hackathon

Rated 4.25+/ 5

5

LearningCafe Year End Webinar 2016

Looking back at 2016. What

is coming in 2017?

Register: http://bit.ly/lc15dec

Thurs, 15th Dec 2016,

12-1 PM, Sydney

We Discuss:

•Business drivers for Learning in 2017.

How Learning design and delivery has

changed?

•Current and future capability of L&D

teams and bridging the gaps

•Influences of disruptive business

model of Learning

•Top 3 predictions for L&D in 2017

Peter Hall - Head

of Learning and

Development -

Australia and Asia

Pacific at QBE.

Rob Wilkins - Leader

- Information

Management at NSW

Department of

Education

Jeevan Joshi-

Producer at

CapabilityCafe &

LearningCafe

Are Capability Frameworks flexible for a

fast moving business? What are their

current usages in organisations?

Problem Statement #1

Problem Statement #2

Can we reduce the time and complexity of

developing Capability Frameworks?

Can we reduce the time and

complexity of developing Capability

Frameworks?

Problem Statement #3

https://www2.deloitte.com/us/en/pages/strategy/articles/strategic-capabilities-bridging-strategy-and-impact.html

Deloitte Capability Dimensions

Key Skills for Capability Professionals

ANDREA HANNAH

Principal Advisor at Queensland Public

Service Commission

Use of

Capability

Frameworks

In

Queensland

Public Sector

Public Service

Commission (PSC)

Executive Recruitment

and Contracts

Workforce Policy and

Legal

Performance & Capability

Development

Workforce Strategy

Queensland Public Sector Context

• 20 departments and 15 other public service offices

• On 31 March 2016, we had 249, 289 employees which equates to 209, 588.04 full-time equivalent (FTE) employees

The Public Service Commission (PSC) is a

central agency that shapes workforce strategy

for the Queensland Government.

Queensland Public Sector Leadership Talent

Management Strategy

https://www.qld.gov.au/gov/leadership-talent-management-strategy

Our goal is to attract, develop and retain great leaders to ensure we have a service driven, high performing and productive public sector for the people and communities of Queensland.

Queensland Public Sector

Workforce Capability Success Profile

• A common framework and language

• A foundation for dialogue between managers and staff about

performance and development

• Transferable leadership and management capabilities as

careers progress

• Greater mobility across the sector

• Shared responsibility for professional and capability

development

• https://www.qld.gov.au/gov/workforce-capability-success-

profile

• Each department can choose a

framework

• Working for Queensland Employee

Opinion Survey (2015)

• 57% positive response to

Learning and development –

strongest driver of intention to

leave

• 56% positive response to

Performance assessment

https://www.qld.gov.au/gov/working-queensland-survey

Challenges...

Capability Framework Uses in the Queensland

Public Sector

• Executive performance agreements

• Leadership Roadmap

• The career pathways of high performing, high potential

Queensland government leaders can inform the

career journeys of others

• https://www.qld.gov.au/gov/leadership-roadmap-

planning-your-leadership-journey

• Each public sector agency uses a framework:

• Recruitment and selection

• Learning and development

MILES WILLIAMS

GM Capability & Transformation at Bupa

Australia & New Zealand

Capability

Frameworks

in 2016 and

beyond..

Backstory

• About Me

• About my journey at Bupa so far.. The Story

• Our focus today… The Value Conversation Framework

Considerations• End Users (People and customer)

• Environment (internal and external)

• Technology (hardware and software)

• Culture (and sub cultures)

• Leadership (operational, functional, strategic)

Capability Development

End users

Environment

Culture

Leadership

Our goal

• Provide greater value to customer

• Develop a framework that is centred on providing value to

our customers, and will be delivered through;

• People

• CRM (software)

• Technology (hardware)

Lean Innovation Positive Psychology

Recognise Reward Socialise

Lean Innovation

HCD

AgileLean

Frameworks we’ll be using* to develop and embed the value conversation framework

*within the Sales and Growth Business Area (retail, growth channels, support functions)

Risks

• It’s complicated

• Legacy systems and capability

• Appetite for change

• Decentralised workforce

How will success be measured?

• Engagement (Macro)

• NPS (Customer)

• Hypothesis testing & embedding rates (Micro)

HARRY EWING

Strategic Client Adviser at DDI Asia/Pacific

International Limited

Identifying &

Addressing the

Challenges for

Design and

Implementation

Some key challenges to address

• No/weak link to the organisational priorities and culture –

seen as HR/OD/L&D initiative rather than business

initiative

• Boiling the ocean/reinventing the wheel – conceptual

rigour v pragmatic application (Agile principles)

• Who’s championing its implementation and sustainability?

Business Drivers – Linking the Business Strategy to

the Framework

Leading

Change

Leading

Teams

Business Driver Capabilities

Integrate New

Organisational

StructuresLeads large scale change

to assure the strategic

integration of new

organisational structures

Establishing

Strategic

Direction

Personality

Pattern

Strategic/Creative

Strong interpersonal

relations

Overly linear/

B & W thinker;

Resistant to change

Derailers

Enablers

Sample Framework

WHAT PEOPLE

KNOWTechnical and/or

professional information

needed to perform job

activities successfully

WHO PEOPLE

ARE

Personal dispositions

and motivations that

relate to job satisfaction, job

success or failure.

WHAT PEOPLE

CAN DO

A cluster of behaviours

performed on a job

WHAT PEOPLE

HAVE DONE

Educational and work

achievements needed

to perform job activities

successfully

A Holistic View of Success - It’s not only

Capability

Ensure rigour in supporting Implementation

and Sustainability

1. Start with a plan that builds

the foundation for success

2. Build a Framework/Success

Profiles that align with

business challenges

3. Engage leaders and

employees to use the

framework across all key

functions

4. Assess impact and adjust

Framework as needed

Here’s a quick summary…

• No/weak link to organisational priorities and culture – seen as HR/OD/L&D initiative rather than business initiative

• Start with end in mind

• Business Drivers flex with business needs

• Framework for all relevant functions (selection, development, performance management, succession management)

• Boiling the ocean/reinventing the wheel – conceptual rigour v pragmatic application (Agile principles)

• Get it relevant and practical, not ‘perfect’

• Don’t try to crowd too much in – use Success Profiles for ‘differentiating detail’

• Leverage existing robust frameworks and tailor them to suit language and culture

• Who’s championing its implementation and sustainability?

• Have a plan

• Consult and engage the right stakeholders in build and implementation phases

• Build and support champions

• Look for quick wins on business outcomes

• Evaluate, measure and adjust

• Publish success

Can we reduce the time and

complexity of developing Capability

Frameworks?

Problem Statement #3

LET US TALK TO THE PANEL AND

YOU

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